GLBIMR

TRIMESTER-1

TERM PAPER
ON
BUSINESS COMMUNICATION

TOPIC- LANGUAGE CAN BE A BARRIER TO BUSINESS

COMMUNICATION EVEN IF BOTH THE PARTIES SPEAK
THE SAME LANGUAGE

SUBMITTED TO- SUBMITTED BY-

MRS. SWATI BANSAL 1. DURGESH NANDNI
LECTURER 2. DIBYA SAGAR PRUSTY
GLBIMR 3. DEEPAK SHARMA
GREATER NOIDA 4. DEEPAK GUPTA
5. CHINMAYEE MUNI
6. GARIMA CHAUHAN
7. GAURAV KUMAR

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CERTIFICATE

This is to Certify that the Term paper work done on Topic “LANGUAGE
CAN BE A BARRIER TO BUSINESS COMMUNICATION EVEN IF
BOTH THE PARTIES SPEAK THE SAME LANGUAGE” is a confide
work will be carried out by the following student of group “c”
under Mrs. Swati Bansal supervision and guidance.

This work would not be submitted anywhere else for any other degree/diploma. The
original work will be carried during 10th aug. to 20th oct 2008. in GLBIMR.

Submitted to: Submitted by:

Mrs. Swati Bansal Group:- C
Lect. GLBIMR Dibya Sagar Prusty
Business Communication Durgesh Nandni
Date: Deepak Gupta
Sign: Deepak Sharma
Chinmayee Muni
Garima Chauhan
Gaurav Kumar

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ACKNOWLEDGEMENT

We are highly indebted to many people who have supported our

research and writing and provided valuable advice and
encouragement which were critical throughout the whole of our
work and analysis. At G.L Bajaj Institute of Management and
Research, our work was overseen and guided by Lecturer Swati
Bansal, of Business Communications, for which we would be
grateful. His creative input and constructive challenges inspired
many of the improvements in our reports. We were also highly
supported by other faculties for which we will always be thankful.
We also thank our Mr.Savinder sir for giving us extra time for
working on this project in computer lab & my classmates for
immense support and co-operation. Last but not the least, our
parents without whom we would have been nothing, thank you so
much.
Last but not the least thank you to everyone who helped us in
collection of data and successful accomplishment of this project.

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Objectives
1. To know about the communications.
2. To know about the barriers of communications.
3. To know about a particular barrier even if both the parties speak same language.
4. To know about the overcoming that particular barrier.

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CONTENTS

Sl no. Particulars Page

1. Chapter-1 6
Introduction

2. Chapter-2 7
Barriers of communication

3. Chapter-3 9
Location makes the difference if the same language
is spoken

4. Chapter-4 10
Communication that is what we try to do speak to
those near us

5. Chapter-5 13
Active listening

6. Chapter-6 21
Overcoming of barrier

7. Chapter-7 22
Conclusion

CHAPTER-1
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INTRODUCTION

Effective communication is crucial for successful relationships, both in and out of the
office. When a party is able to communicate effectively, problems and misunderstandings
are easily avoided. Ineffective communication can result in frustration, hurt feelings,
lowered morale, and improper business tactics.

One way to make sure your business is operating as smooth as possible is to recognize
communication problems and then remove them. If you don't feel like the flow of
communication within your organization is operating smoothly, consider the following
barriers and whether they may be having an impact on your own company:

The following are just a few factors that can impede human communication in the work
place.

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CHAPTER-2

Barrier to communication

Communication is the lifeline of all business. Anything going wrong in it may cost the
organization dear. Managers often complain that one of their greatest problems is
communication breakdown. Specialists have made serious studies of it and have isolated
certain factors that cause this problem. It is worthwhile having a look at these causes of
communication breakdown.

Noise
Noise is the first and foremost barrier to communication. It means “ interference that
occurs in a signal and prevents you from hearing sounds properly”. Some technical
problem in a public address system or a static in a telephone or television cable will
distort the sound signal and affect communication. Adverse weather conditions or some
fault in the ultramodern telecommunication systems may also spoil the effect.

Lack of planning
Communication is not a casual affair. Unfortunately many people take it lightly. The
result is that the message to be sent across may not be carefully planned. Such an event
would turn into one of miscommunication or malcommunication. In the same way some
people may not care to choose a suitable time and place that are very necessary for
effective communication.

Semantic problems
Semantics is the systematic study of meaning. That is why the problems arising from
expression or transmission of meaning in communication are called semantic problems.
The sender has to take care that the receiver does not misconstrue his message, and gets
the intended meaning. Quite often it does not happen in this way.

Cultural barriers
Cultural differences often come up as communication barriers. We have to be
specially careful in this regard as now we have to operate in international environment.
The same category of words phrases, symbols, actions and colors mean different things to
people of different countries or different cultural backgrounds.

Emotions
Emotions play a very important role in our life. Both encoding and decoding of
messages are influenced by our emotions. A message received when we are emotionally
worked up will have a different meaning for us than when we are calm and composed.

Filtering
Filtering means that the sender of a message manipulates information in such away
that it will be seen more favorably by the receiver. The people at the lower levels
condense and synthesize information so as to get maximum benefits for themselves. They
hold back or ignore some important part of information.

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Information overload
Unchecked inflow of information very often becomes another barrier to
communication. It may stifle the senior executive or bore and frustrate him. When people
are bogged down with too much information they are likely to make errors. They may
also delay processing or responding to informational at least for some time.

Poor listening
Poor listening may lead to serious communication problems. Too many people are
interested in talking, and mostly talking about themselves. They are so much involved
with themselves that they do not have patience to listen. The results is that they are not
interested in the speaker whose words go waste.

Goal Conflicts.
Very often clashed of the goals of various units and sub-units of an organization lead
to communication breakdowns. Communication should serve as a conflict reduction
exercise. The goal conflicts act as communication reduction mechanisms.

Loss by transmission
Communication often suffers or gets diluted when messages pass on from person to
person in a series of transmissions. They get diluted on the way. Special care has to be
taken that the intended message reaches the person concerned.

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CHAPTER-3

Location makes a difference in communication even if the same language is spoken

A locational error happens when the person communicating assumes that someone from
a different location, country, etc has the same meaning for words as him or herself.
Results can be funny, but are often annoying because of the misunderstandings that
result, even if both parties speak the same language.

Despite the fact that both England and the U.S. both speak English, some words and
phrases mean different things in different places, and sometimes the exact opposite.
David Rick explains that a British and American firm was attempting a joint business
venture. Agreements were made about what issues were to be discussed, and which were
to be "tabled”. Unfortunately the meaning of "tabled" is exactly opposite for England
and the U.S. In the U.S. tabling a motion means to avoid discussing it. In England the
same phrase means bringing it to the table to discuss it. (You have to admit the British
version makes more sense.)

The result was great frustration as neither side could figure out why the other was being
so stubborn.

The morale: Even when people seem to speak the same language, location can
completely change meanings to create misunderstanding, and that can occur, not only
between countries, but between regions of a country.

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CHAPTER-4

Communication
that is what we try to do
speak to those near us

• Thought: First, information exists in the mind of the sender. This can be a
concept, idea, information, or feelings.
• Encoding: Next, a message is sent to a receiver in words or other symbols.
• Decoding: lastly, the receiver translates the words or symbols into a concept or
information that he or she can understand.

During the transmitting of the message, two elements will be received: content and
context. Content is the actual words or symbols of the message which is known as
language - the spoken and written words combined into phrases that make grammatical
and semantic sense. We all use and interpret the meanings of words differently, so even
simple messages can be misunderstood. And many words have different meanings to
confuse the issue even more.

Context is the way the message is delivered and is known as paralanguage - it is the non
verbal elements in speech such as the tone of voice, the look in the sender's eyes, body
language, hand gestures, and state of emotions (anger, fear, uncertainty, confidence, etc.)
that can be detected. Although paralanguage or context often cause messages to be
misunderstood as we believe what we see more than what we hear; they are powerful
communicators that help us to understand each other. Indeed, we often trust the accuracy
of nonverbal behaviors more than verbal behaviors.

Some leaders think they have communicated once they told someone to do something, "I
don't know why it did not get done. I told Jim to it." More than likely, Jim misunderstood
the message. A message has NOT been communicated unless it is understood by the
receiver (decoded). How do you know it has been properly received? By two-way
communication or feedback. This feedback tells the sender that the receiver understood
the message, its level of importance, and what must be done with it. Communication is an
exchange, not just a give, as all parties must participate to complete the information
exchange.

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Barriers to Communication: Nothing is so simple that it cannot be misunderstood. -

Freeman Teague, Jr.
Anything that prevents understanding of the message is a barrier to communication.
Many physical and psychological barriers exist:

• Culture, background, and bias - We allow our past experiences to change the
meaning of the message. Our culture, background, and bias can be good as they
allow us to use our past experiences to understand something new, it is when they
change the meaning of the message that they interfere with the communication
process.
• Noise - Equipment or environmental noise impedes clear communication. The
sender and the receiver must both be able to concentrate on the messages being
sent to each other.
• Ourselves - Focusing on ourselves, rather than the other person can lead to
confusion and conflict. The "Me Generation" is out when it comes to effective
communication. Some of the factors that cause this are defensiveness (we feel
someone is attacking us), superiority (we feel we know more that the other), and
ego (we feel we are the center of the activity).
• Perception - If we feel the person is talking too fast, not fluently, does not
articulate clearly, etc., we may dismiss the person. Also our preconceived
attitudes affect our ability to listen. We listen uncritically to persons of high status
and dismiss those of low status.
• Message - Distractions happen when we focus on the facts rather than the idea.
Our educational institutions reinforce this with tests and questions. Semantic
distractions occur when a word is used differently than you prefer. For example,
the word chairman instead of chairperson may cause you to focus on the word and
not the message.
• Environmental - Bright lights, an attractive person, unusual sights, or any other
stimulus provides a potential distraction.
• Smothering - We take it for granted that the impulse to send useful information is
automatic. Not true! Too often we believe that certain information has no value to
others or they are already aware of the facts.
• Stress - People do not see things the same way when under stress. What we see
and believe at a given moment is influenced by our psychological frames of
references - our beliefs, values, knowledge, experiences, and goals.

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These barriers can be thought of as filters, that is, the message leaves the sender, goes
through the above filters, and is then heard by the receiver. These filters muffle the
message. And the way to overcome filters is through active listening and feedback.

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CHAPTER-5

Active Listening
Hearing and listening is not the same thing. Hearing is the act of perceiving sound. It is
involuntary and simply refers to the reception of aural stimuli. Listening is a selective
activity which involves the reception and the interpretation of aural stimuli. It involves
decoding the sound into meaning.

Listening is divided into two main categories: passive and active. Passive listening is
little more that hearing. It occurs when the receiver of the message has little motivation to
listen carefully, such as when listening to music, story telling, television, or when being
polite.

People speak at 100 to 175 words per minute (WPM), but they can listen intelligently at
600 to 800 WPM. Since only a part of our mind is paying attention, it is easy to go into
mind drift - thinking about other things while listening to someone. The cure for this is
active listening - which involves listening with a purpose. It may be to gain information,
obtain directions, understand others, solve problems, share interest, see how another
person feels, show support, etc. It requires that the listener attends to the words and the
feelings of the sender for understanding. It takes the same amount or more energy than
speaking. It requires the receiver to hear the various messages, understand the meaning,
and then verify the meaning by offering feedback. The following are a few traits of active
listeners:

• Spend more time listening than talking.

• Do not finish the sentences of others.
• Do not answer questions with questions.
• Are aware of biases. We all have them. We need to control them.
• Never daydreams or become preoccupied with their own thoughts when others
talk.
• Let the other speakers talk. Do not dominate the conversations.
• Plan responses after the others have finished speaking, NOT while they are
speaking.
• Provide feedback, but do not interrupt incessantly.
• Analyze by looking at all the relevant factors and asking open-ended questions.
Walk others through by summarizing.
• Keep conversations on what others say, NOT on what interests them.
• Take brief notes. This forces them to concentrate on what is being said.

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Feedback

When you know something, say what you know. When you don't know something,
say that you don't know. That is knowledge. - Kung Fu Tzu (Confucius)
The purpose of feedback is to alter messages so the intention of the original
communicator is understood by the second communicator. It includes verbal and
nonverbal responses to another person's message.

Providing feedback is accomplished by paraphrasing the words of the sender. Restate the
sender's feelings or ideas in your own words, rather than repeating their words. Your
words should be saying, "This is what I understand your feelings to be, am I correct?" It
not only includes verbal responses, but also nonverbal ones. Nodding your head or
squeezing their hand to show agreement, dipping your eyebrows shows you don't quite
understand the meaning of their last phrase, or sucking air in deeply and blowing it hard
shows that you are also exasperated with the situation.

Carl Rogers listed five main categories of feedback. They are listed in the order in which
they occur most frequently in daily conversations. Notice that we make judgments more
often than we try to understand:

• Evaluative: Making a judgment about the worth, goodness, or appropriateness of

the other person's statement.
• Interpretive: Paraphrasing - attempting to explain what the other person's
statement means.
• Supportive: Attempting to assist or bolster the other communicator.
• Probing: Attempting to gain additional information, continue the discussion, or
clarify a point.
• Understanding: Attempting to discover completely what the other communicator
means by her statements.

Imagine how much better daily communications would be if listeners tried to understand
first, before they tried to evaluate what someone is saying.
Nonverbal Behaviors of Communication

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To deliver the full impact of a message, use nonverbal behaviors to raise the channel of
interpersonal communication:

• Eye contact: This helps to regulate the flow of communication. It signals interest
in others and increases the speaker's credibility. People who make eye contact
open the flow of communication and convey interest, concern, warmth, and
credibility.
• Facial Expressions: Smiling is a powerful cue that transmits happiness,
friendliness, warmth, and liking. So, if you smile frequently you will be perceived
as more likable, friendly, warm and approachable. Smiling is often contagious and
people will react favorably. They will be more comfortable around you and will
want to listen more.
• Gestures: If you fail to gesture while speaking you may be perceived as boring
and stiff. A lively speaking style captures the listener's attention, makes the
conversation more interesting, and facilitates understanding.
• Posture and body orientation: You communicate numerous messages by the
way you talk and move. Standing erect and leaning forward communicates to
listeners that you are approachable, receptive and friendly. Interpersonal closeness

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results when you and the listener face each other. Speaking with your back turned
or looking at the floor or ceiling should be avoided as it communicates disinterest.
• Proximity: Cultural norms dictate a comfortable distance for interaction with
others. You should look for signals of discomfort caused by invading the other
person's space. Some of these are: rocking, leg swinging, tapping, and gaze
aversion.
• Vocal: Speaking can signal nonverbal communication when you include such
vocal elements as: tone, pitch, rhythm, timbre, loudness, and inflection. For
maximum teaching effectiveness, learn to vary these six elements of your voice.
One of the major criticisms of many speakers is that they speak in a monotone
voice. Listeners perceive this type of speaker as boring and dull.

BRIDGING CULTURAL BARRIERS IN BICULTURAL PROJECTS: MORE

THAN TRANSLATION AND INTERPRETATION OF LANGUAGE

Managers directly responsible for intercultural enterprises, while usually well versed in
the technical aspects of their responsibilities, often lack the required intercultural
expertise, including foreign language skills. This situation is not surprising, since such
managers usually earn these positions as successful technical specialists who have been
rewarded with ever-increasing responsibilities over their careers until, ultimately, those
responsibilities cross international boundaries. Once assigned, they seldom, if ever, have
the time necessary for the specific cross-cultural training needed. This is true of managers
from other countries as well as the U.S. The trend is readily apparent in joint U.S.-
Russian aerospace and defense projects, which can be large and expensive in terms of the
number of people, time, equipment, materials, and supplies involved.
Translators and interpreters are trained to help bridge intercultural barriers, usually by
facilitating communication through the translation and interpretation of different
languages. These people are experts. They spend many years mastering the vocabulary
and grammar of different languages, including their native tongues. They advance
through their own professional ranks, usually based upon language expertise. Their
careers progress, not necessarily according to the difficulty of the language involved,
although that could happen, but rather, as the projects on which they work become
increasingly important. As all influences on meaning become increasingly important in
this progression--language, culture, personality, context, etc.--the additional influences
beyond language alone often stretch beyond the expertise of the language expert.
These comments are not intended to be critical of the highly qualified managers,
administrators, or translators/interpreters responsible for intercultural enterprises. As
stated, the lack of multicultural awareness among managers and the relatively narrow
focus on language by many language experts is not unexpected. It is, however, a practical
condition that must be addressed in almost all intercultural endeavors.

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All of those involved in these projects face not only technical challenges, which are
significant in and of themselves, but also serious complicating factors of language,
culture, individual differences, and other situational complexities. For references showing
examples on the influence of language and culture on international management, see
Victor, 1992; Scollon and Scollon, 1994; Cohen, 1997; Parhizgar, 2002; and Thomas,
2002. These additional challenges must be met in order to overcome the technical ones of
more direct interest. Language is only the first and most obvious intercultural concern.
Even if all parties “speak the same language,” differences in the use of specific words,
phrases, and grammar sometimes pose problems because the parties define words and
phrases somewhat differently and use different grammatical conventions, based upon
either incomplete understanding or differences in specific dialects of the language
learned.
Culture--that broad concept encompassing a myriad of human institutions composing a
particular society, along with various behavioral conventions, artifacts, and other
important geographical, ethnic, economic, and political influences--strongly influences
the behavior, attitudes, and relationships of the members of a particular society.
References regarding what constitutes the concept of culture include Kroeber and
Kluckhohn, 1954; Hall, 1969, 1976; Hoftstede, 1991; Cohen, 1997; Parhizgar, 2002; and
Thomas, 2002. Virtually everything a person thinks, says, and does is influenced to some
degree by his/her cultural heritage. Hall writes:

Deep cultural undercurrents structure life in subtle but highly consistent ways that
are not consciously formulated. Like the invisible jet streams in the skies that
determine the course of a storm, these currents shape our lives (9)

Cultures differ among different societies, often quite significantly, and the greater the
cultural differences the greater the challenge. When people of different cultural heritages
work together, these cultural influences can create misunderstandings and interfere with
the work itself. Also, the challenge of intercultural endeavors can be compounded by
individual differences between the personalities of human beings, as they reflect
variations in their native cultures.
Culture may be understood not only in the context of ethnicity, national traditions and
values, politics, and economics, but also with respect to a person’s professional
community, even according to one’s organizational associations. Scientists and engineers
usually seem to compose a unique subculture in almost any society, for example, and yet,
scientists and engineers in one society usually embody cultural traits quite different from
scientists and engineers in another society, even though their professional interests may
be similar.
Unfortunately, too many managers and others are not aware or adequately sensitive to
all of the influences in international undertakings, except perhaps as a vague sense of
uneasiness; and even when specifically aware and sensitive to the need, seldom do they
possess all of the necessary skills to deal with these challenges.

LANGUAGE AND MEANING

The usual first concern of intercultural endeavors has to do with differences in
language. It is easy to conclude that what is needed is simply the translation of one
language to the other. Sometimes, participants might even naively believe that all that is
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needed is a quick study of a little grammar, a few phrases, and a dictionary. The world
witnessed, via television, President John F. Kennedy emphatically exclaim to thousands
of Germans crowded into the street of Berlin to hear his moving address, “I am a jelly
donut!” His unknowing insertion of the article ein into the sentence “Ich ben [ein]
Berliner!” changed its meaning from “I am a Berliner!” to the ridiculous exclamation he
actually broadcast to Berlin and the world. “Ein Berliner” is a particular kind of German
pastry. A more accurate expression of what he intended to say would be, “Ich ben aus
Berlin,” which might be translated, “I am from Berlin,” a phrase perfectly
communicating his intended message, although it seems illogical to English speakers.
Fortunately, the Germans understood his intent, forgave his poor knowledge of German,
and embraced the grandeur of the moment. Nonetheless, it could well have been
embarrassing for the President and his foreign relations team if the error was reported to
them. A similar error, perhaps one not so immediately obvious, however, could threaten
an intercultural project, set off an international scandal, or worse.
Inherent Problems of Language
Several problems inherent to language are familiar to almost any translator or
interpreter. The first reflects one of the wonderful traits of language, almost any
language. Modern languages allow a single idea to be expressed in a multitude of ways,
using many different words, phrases, and grammatical constructions. In fact, no two
people are likely to express the same idea the same way. Much of our personalities is
expressed in our unique use of languages. Also, such differences can convey infinite
nuances and levels of meaning, and some people simply are more skilled in expressing
their ideas than others. A “pretty flower with red petals” to one person is a “floral symbol
of eternal affection” to another.
A second problem inherent is the nature of language is the evolution of definitions
within different cultures. As cultures evolve, even those using the same language,
definitions change to accommodate new meanings. It is easy to understand, then, that
words in different languages denoting similar meanings are likely to embody slightly
different meanings. The word meaning “equal” in one language, for example, can have a
different meaning, with various different connotations, from the comparable word in
another language. In the one case, the word equal might mean the same amount. In the
second case, the word might be similar, but additionally imply fairness.

Such differences can prove insidious because it may take months to discover subtle, but
significant differences in the meanings of words. In one such example, Russian and U.S.
aerospace teams organize the “space segments” and “ground segments” of their programs
slightly differently. Each phrase means approximately the same thing in both languages,
but not quite. Some things that would be considered as part of the space segments and
ground segments in Russian projects are somewhat different in U.S. space segments and
ground segments. In one project, even though the translations were accurate, before the
discovery of this difference, they caused confusion (translate that word confusion to mean
“misunderstanding and administrative delays”) between the two sides.
A third inherent problem occurs due to incompatible grammar. Messages are often sent
through the selection of a particular grammar, rather than the words themselves.
Sometimes there is no equivalent manner of expression in a different language. For

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example, modality of obligation is expressed differently in Russian and English. In

Russian, an expression that “you must do such and such” has a much softer meaning,
more like a suggestion than the same English phrase, which implies a demand or
command.
All of these problems are encountered even at elementary levels of foreign language
study and are commonly understood among professional translators and interpreters.
Nonetheless, even these rather obvious problems continue to torment intercultural
enterprises. As challenging as these difficulties are, however, other challenges make the
understanding and reflection of meaning in intercultural communication vastly more
difficult.

Individual Personalities
In addition to vagaries in language and culture, individual personalities affect the
communication process, both intercultural as well as intercultural communication. It is
simply a matter of additional variables. Considering the almost infinite possible language
and cultural combinations, personality differences can compound the problem of
translating/interpreting meaning. Fortunately, the problem is simplified by identifying the
specific personalities involved in a particular communication process and narrowing
consideration to those specific ones.
The U.S. manager of one project was very gregarious, open, and tended to overstate
much of his communication. His Russian counterpart was quite austere, quiet, extremely
closed, and understated everything, especially anything implying commitment and
expectation. It should be mentioned here that neither personality was unique to his own
culture, since Russians are both gregarious and introverted, as are Americans. The
interpreter in this case spent a great deal of time not only interpreting language, but
clarifying for each party, in consultation with the other, the implications of what was
being said. What might have been a half-hour conversation required three hours. After
the two managers became better acquainted with each other’s personality, the
interpretation process conformed to a more normal flow. Indeed, the two became quite
good friends, and eventually, interpretation became easier than in many other, similar
circumstances.

By paying attention to the different personalities involved, the interpreter anticipated and
resolved a variety of potential administrative and technical problems.Further
complicating factors are the personalities, perspectives, and skills of different translators
and interpreters. Since so much information is filtered through the translator or interpreter
—a human being subject to his/her own personality, biases, and limitations of ability—
the content and tone of communication can change, depending upon who is doing the
work. What is more, since interpreters typically work in shifts of 30-45 minutes, and shift
changes can markedly affect a single communication process.

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Situational Context
Similarly, the situational context affects meaning in intercultural communication.
While situational context affects all communication, like personality, it compounds the
problem of intercultural communication as any interpretation must capture not only the
specific meaning of statements, but contextual meaning as well, which can change both
focus and emphasis. A seemingly single question like, “Would you join me for breakfast
tomorrow?”, takes on very different meanings in different situations. In the context of
business negotiations, the question is likely to mean something like, “Let’s start on this
work early tomorrow.” In the context of a purely social gesture, perhaps in the midst of
business negotiations, the statement is more likely to mean something like, “Let’s get to
know each other better.” The two situations imply different kinds of breakfast. Both can
be important to the success of intercultural projects. Failure to understand the meaning of
the invitation, however, can confuse, embarrass, and frustrate the parties involved. The
interpreter in such a situation should be alert for any sign of misunderstanding of what
the invitation implies to the receiving party and be sure to communicate the intended
meaning of the invitation in its situational context.

Summary of Complexities Attendant to Intercultural Communication

There are various complexities in intercultural communication, including more
traditional concerns of language, and, to some extent, culture. One also finds less
commonly recognized concerns, such as political, economic, and administrative
influences, the influence of national pride, individual personalities, and situational
context. By understanding all of these influences, language professionals and managers
of multinational projects can facilitate intercultural communication and thereby increase
both the efficiency and effectiveness of intercultural enterprises.

In summary, the complexities of intercultural communication are:

• Inherent flexibility of language.

• Inconsistent definitions among different languages.
• Incompatible grammar affecting meaning.
• Cultural influences on meaning, including influences of technical culture.
• Political, economic, and organizational influences.
• Individual personalities of the parties involved, including translators and
interpreters.
• Situational context.

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CHAPTER-6

OVERCOMING OF BARRIER

IMPLICATIONS
All of the considerations outlined in this paper have various implications for language
professionals and managers of intercultural enterprises. Translators and interpreters, for
example, should:
1) Achieve fluency in both languages,
2) gain a broad and in-depth understanding of both cultures, including current events,
3) Have a specific understanding of the industry, the enterprise at hand, and the
individuals involved,
4) Be willing to question and clarify where necessary,
5) Be as objective as possible. The personality and biases of the interpreter should remain
a non-issue as far as possible,
6) Be humble (The task is not easy).

This list of demands placed upon translators and interpreters may be daunting for some.
The situation gives rise to the possibility of two kinds of intercultural specialists--one
emphasizing language, the other emphasizing contextual considerations. Both must make
efforts in all of the areas listed above, but each would focus his/her efforts on one
specialty at a time. While the roles for a single individual may alternate from project to
project, the specific demands of each role make it difficult to perform both
simultaneously.

Translation and interpretation requires full attention to language considerations alone.

Intercultural considerations, too, require full attention. It is as if requiring a technical
manager were also to serve as a full-time translator/interpreter for a major project. The
roles, though related, are different and each requires the full attention of a qualified
professional. Neglect of either role--the translation/interpretation specialist or the
intercultural advisor--jeopardizes the communication process. Satisfaction of both roles
enhances that process and increases the likelihood of intercultural success.

Implications for managers include the recognition of the importance of all of these
considerations and provisions to address them all. A manager’s job is difficult even
without additional intercultural complexities. Yet, such intercultural matters strongly
influence many enterprises, especially their communication processes. Failure to
recognize and address any of these considerations jeopardizes the communication
process, recognized one as perhaps the most critical of all organizational and
management processes.
The specific implication for managers is the possible employment of two kinds of
intercultural experts--translators/interpreters and intercultural advisors. By fulfilling both
roles, managers help insure the integrity of intercultural communication and the success
of their enterprises.

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CHAPTER-7

Conclusion

From this above analysis of data we have concluded that there are
some barrier which are interpreted in the communication first you
overcome barrier to communication because communication is
first send and another receive understand and feedback also. In
this, If both the parties are speak same language then the work
going well organization achieve our goals because there is no
problem in communication then work completely as soon as
possible there good communication in hierarchy level also. So
communication is good for any organization to achieve our
objective and stand in the competition field.

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 GLBIMR

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